The Talent Supply Chain Revolution

SEPT 10 | 3:15 PM | CRYSTAL

Speakers: Teresa Carroll, SVP, Centers of Excellence (COE) and General

Manager, Outsourcing and Consulting Group (KellyOCG®),Kelly Services Inc. Stephen Clancy, Director, Contingent Workforce Strategies &

Research, Staffing Industry Analysts

CONCURRENT SESSION: TOTAL TALENT MANAGEMENT

Sponsored by:

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Workshop Facilitator

Teresa Carroll, SVP, Centers of Excellence (COE) & General Manager, KellyOCG Kelly Services Inc.

© 2013 C

rain Com

munications Inc

Preparing for ACA

Expanding Suppliers Implementing MSP

Non-Agency Contingents Implementing VMS

Global CW in Program

IC Compliance

Consolidatng Suppliers CW in

Strategic Planning

InternalCustomer Service

ControllingCosts

0%

10%

20%

30%

40%

50%

60%

70%

0% 5% 10% 15% 20% 25%

Buye

rs' P

riorit

ies (

Mul

tiple

Cho

ice)

Buyers' Single Top Priority

Breadth vs. Intensity--Buyers' Top Priorities

Top Priority Groups1. Controlling Costs 2. Ensuring internal

service quality and planning

3. Focus on specific CW and IC program needs

Staffing Industry Analysts 2013 Buyer Survey

Current Trends

12

3

Contingent Workforce Management Models Are Evolving At A Rapid Pace

Valu

e

Time

Decentralized

• Several suppliers• Procurement done

on an ad-hoc basis• Management done

internally

Master Vendor

• One supplier (possibly managing second and third tier suppliers)• One point of contact• Direct cost savings on bill rate and usage• Customized SLA’s and process

Managed Service Provider (MSP)

•Contingent workforce spend under management• One point of contact• Direct cost savings on bill rate and usage• Customized SLA’s and process• Non-compliant spend elimination• Total cost of ownership savings

Enterprise Workforce Solutions

•Total workforce spend under management• Complete workforce visibility• Direct cost savings on bill rate and usage• Customized SLA’s and process• Non-compliant spend elimination• Increased total cost of ownership savings• Additional productivity and process savings• High degree of value added services

Preferred Suppliers

• Selective set of suppliers selected• Contracts in place• Service level agreements (SLA’s) in place

Where to Next? CW Management Models Drive Competitive Advantage

Decentralized

• Several suppliers• Procurement done

on an ad-hoc basis• Management done

internally

Master Vendor

• One supplier (possibly managing second and third tier suppliers)• One point of contact• Direct cost savings on bill rate and usage• Customized SLA’s and process

Managed Service Provider (MSP)

•Contingent workforce spend under management• One point of contact• Direct cost savings on bill rate and usage• Customized SLA’s & process• Non-compliant spend elimination• Total cost of ownership savings

Enterprise Workforce Solutions

•Total workforce spend under management• Complete workforce visibility• Direct cost savings on bill rate and usage• Customized SLA’s and process• Non-compliant spend elimination• Increased total cost of ownership savings• Additional productivity and process savings• High degree of value added services

CW as a Strategic Competitive Advantage

•CW talent as business differentiator•Management strategies move beyond tactical considerations into strategic ones•Combination of multiple CW models to solve complex business problems.•Technology crosses multiple platforms in the enterprise• Risks managed on a total enterprise basis with big picture focus on risks of action and inaction

Preferred Suppliers

• Selective set of suppliers selected• Contracts in place• Service level agreements (SLA’s) in place

Is there a need to differentiate between an efficient (cost-driven)

or responsive (talent-driven) supply chain?

HR professionals feel more strongly that an holistic

approach is necessary to meet the working needs of top

talent.

Best in class companies are more likely to use flexible labor, and much more likely to engage in

sophisticated talent supply chain tactics, such as workforce planning.

Workshop Case Study: What Would You Do?

Huge Telecommunication Technologies (HTT) is a $25 Billion global telecommunications conglomerate founded in 1962. With locations in over 1,000 locations all over the globe including warehouses, transmission centers, and regional locations of varying sizes in 24 countries they provide a wide range of communication/media products and services to businesses and residential customers.

Problem Statement

Joanne Welker is a long-time, HR Senior Vice President in Huge Telecommunication Technologies

Empowered by COO to drive transformative change

COO wants integrated, centralized management control and visibility….ultimately seeking to better optimize an integrated, multi-category workforce

Current operating practices are not competitive and failing…. rogue spend and independent, hiring manager activity are increasing steadily

Strategic proposal on Talent Supply Chain Transformation due in 90 days

Problem Statement (CONTINUED)

Huge Telecommunications made the decision to use multiple MSP management strategies and have not rolled the program out globally- The US and UK are using the same technology, however management has

been growing disillusioned with the ability of the technology to deliver reports and analytics

- New management is being brought in to overhaul the MSP program

The company is faced with a rapidly aging workforce, with almost 67% of their senior engineers reaching retirement age over the next ten years Independent Contractor policy has been modestly

implemented in the US and UK Huge Technology is rapidly expanding in MENA countries

Your Assignment

What key counsel would one offer Joanne to successfully move forward

with this strategic assignment?

What are the three to five top challenges in executing

a comprehensive talent supply chain?

Workshop Discussion Topic # 1

What are the key action steps required in developing

a total talent supply chain approach?

Workshop Discussion Topic # 2

What business model will best meet the operating

requirements for an integrated talent supply

chain strategy?

Workshop Discussion Topic # 3

What are the top three to five strategic drivers that will create high program adoption rates for

an integrated workforce management strategy?

Workshop Discussion Topic # 4

Thank you for joining

us today.

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